Stoos intro

“..organizations can become learning
networks of individuals creating value,
and that the role of leaders should
include the stewardship of the living
rather than the management of the
machine.”
Stoos - January 6-7, 2012

Catherine Louis – Deborah Hartmann Preuss – Esther Derby – Franz Röösli – Jay Cross – John Styffe – Jonas
Vonlanthen – Julian Birkinshaw – Jurgen Appelo – Kati Vilkki – Klaus Leopold – Melina McKim – Michael Spayd
– Peter Hundermark – Peter Stevens – Rod Collins – Roy Osherove – Sanjiv Augustine – Simon Roberts –
1
Steve Denning – Uli Loth Copyright 2008 -2013 CLL Group, LLC

AGENDA

• About Stoos.
• We’re in a bit of a mess.
• attempts to fix the mess seem to fail. Complexity scientists would
say that this hierarchical bureaucracy that we revert to is an
“attractor”.
• We’ll talk about two attractors that I have found that work to energize
organizations.
• The remaining part of our session will be exercises on “leadership” and
“customer delight”, finishing with a fun fishbowl panel.

2 Copyright 2008 -2013 CLL Group, LLC

“STOOS”

3
Copyright 2008 -2013 CLL Group, LLC

2009: Conclu
...WE ARE IN A BIT failure of tradi
OF A MESS
• Rate of Return on Assets has fallen 1965
fa
75% since 1965.
• Fortune 500 Firms in 1955 vs. 2011
- 87% are gone. 5
• Customers are gaining and wielding h
unprecedented power as reﬂected
in increasing customer disloyalty. Today
• 1 in 5 workers is fully engaged.

Source: Deloitte’s Center for the Edge: The Shift Index


WHO’S IDEA WAS STOOS?

http://www.stevedenning.com

http://www.bbrt.org/index.html

Blog: http://www.scrum-
breakfast.com
http://www.management30.com
5

WHAT IS STOOS?
• Initial “Stoos” event, January 2012 in Stoos, Switzerland. ~21. Formation
of “Stoos Network” linkedin group, creation of stoosnetwork.org
happened at this event.
• Stoos Stampede event, July 2012 in Amsterdam, the Netherlands. ~750
• Stoos Connect event, world-wide, multimedia streamed event.
• Stoos Network linkedin group, ~2000 members worldwide, with over
25 satellite groups and growing.

• Stoos Network is movement of like-minded people seeking to
energize organizations in ways that make them better for the
organizations themselves, better for workers, better for customers, and
better for our society.


IMPORTANT POINTS
• Stoos is a movement with no formal structure.
• We support all models that support doing business better. Stoos
gathering did not endorse any one new management model over
others, and this trend continues.
• It is a “neutral” forum where there is information about new and better
ways of working.
• It is a forum where you can ask questions, share thoughts and opinions
and enter debate openly and freely.
• We believe that together we can reverse this “messy” trend.


8

EXERCISE 1: AGILE &
LEADERSHIP
• Pretend you have just started at a new, very Agile company. You’ve
been there 2 months.
• The company is making money, delighting customers, and you love
your job.
• For some reason you have to talk to your manager.
• A: What do you need to talk to him/her for?
• B: What “attribute” would you like to see in this person?
• Example:
• A: Career Development.
• B: I’d like her to have a HUGE network for me to tap into.

Exercise: 2 minutes on stickies, then read-out.
GREAT servant leadership becomes an attractor.

Traditional Management
Making money for
shareholders

Managers are controllers
Top down commands
of individuals

Bureaucracy: Rules,
Efﬁciency, cost cutting
plans, reports

Self-reinforcing: Changing one thing makes no difference!
Source: Radical Management - Steve Denning. 10

Radical Management
Making money for
Delighting Customers
shareholders

Managers are
Peer-to-peer Manager as enabler,
controllers of
Top down commands
conversations impediment remover
individuals

Efficiency, cost
Radical transparency, Bureaucracy:linked,
Dynamically Rules,
cont. cutting
improvement ﬂatter network
plans, reports

Self-reinforcing: Do all five at the same time!
Source: Radical Management - Steve Denning. 11

CUSTOMER DELIGHT
Delighting Customers

Peer-to-peer Servant Manager as enabler,
conversations impediment remover
Leadership

Radical transparency, Dynamically linked,
cont. improvement ﬂatter network

Agile (Scrum, Lean, XP...)
12

THE NEW BOTTOM
LINE
Making money is the result of the
ﬁrm’s actions, not the goal.

By focusing on delighting the customer, the ﬁrm
makes a lot more money than they would if
they set out to make money.

13

DELIGHTING CUSTOMERS
GOES BEYOND AGILE

• Shift from an output to an outcome . The goal is not “working
software”, it’s that this working software delighted customers.
• Shift from customer satisfaction to customer delight . The
customer must be positively surprised and excited!
• Shift from an implicit goal to an explicit goal. Making it explicit
locks it in. (Example, Zappo’s, Trader Joe’s.)
• Customer delight is now the deﬁnition of “done” in Scrum.
• It’s the bottom line for the whole organization.
• Customer delight is measured.
• What are some examples of ﬁrms that GET THIS?


MEASURING CUSTOMER
DELIGHT
The simplest and most effective measure of customer delight is the Net Promoter
score (NPS.)

Fred Reichheld: “The Ultimate Question”:
“How likely is it that you will recommend this ﬁrm, service, or product to a
colleague or a friend?”

-1 +1
0 1 2 3 4 5 6 7 8 9 10

Subtract the number of scores of 0-6 from the number of scores of 9-10. IGNORE 7‘s and 8‘s. Compute the percentage of the
result. This is your net promoter score.

EXERCISE 2:
What does Customer Delight feel like?

• Pair up: Find someone and tell them about a time when you were
truly delighted about a product or service.

• Then listen to their story.

• 60 seconds each.

Exercise: 2 minutes.

EXERCISE 3:
Focusing now on your project:
• What is it that you are working on? A product, service, feature, event?

• Pair up, tell someone about the project/product/service you are
working on.

• 60 seconds each.

Exercise: 2 minutes.

EXERCISE 4:
Who is your key customer?

• Who is the crucial customer you really need to delight?

• Pair up, 30 seconds each.

Exercise: 1 minute.

EXERCISE 5:
What do your key customers value? Want?

• What do your customers value? Do you know?

• What do they want?

• Pair up, 3 minutes total.

Exercise: 3 minute.

EXERCISE 6:
What do your customers not like?

• What is it that your customers might not like about your product/
project/service/event..?

• What might be bugging your core customers with the way things
have happened so far, or may happen later?

• Pair up, 3 minutes total.

Exercise: 3 minute.

EXERCISE 7:
How could you delight your customers more?
• Now working as a table team, pick one of the projects and discuss
how you could delight your key customers more and/or sooner?

• Examples: could you delight your customers by doing less? By
customizing? By creating a new business model?

• What impediments stand in your way of doing this? Write
impediments on sticky notes - one impediment per note.

Exercise: 4 minute.

EXERCISE 8:
Evaluate the pros/cons of Customer Delight.
Is it worth it?
• Now working as a table team, discuss the tradeoffs in delighting your
key customers.

• Examples: what delights one customer might irk another - is it worth
it? Does delighting the customer costs more, are the returns worth
it? Can you ﬁnd a way of delighting the customer by doing less?

Exercise: 5 minute.

FISHBOWL PANEL
REVIEW
How might a focus on Customer Delight
enable change in your organization?

How might a focus of better leadership skills
enable change in your organization?

If you were stoking the STOOS ﬁre, what
would you do next?
Remaining time

CATHERINE LOUIS
• Specialty: Agile transitions in the scope of large, multi-nodal solutions, high-reliability
systems. Enabling change to build speed, flexibility in business
• 20+ years of development experience (software, hardware, services, operations) in
complex product development
• Extensive operations and business development experience in technical marketplaces
worldwide.
• 12 years as SAR II and K9 handler with Wake Canine Search and Rescue
• find me on linkedin at http://www.linkedin/in/catherinelouis
• find me on twitter @catherinelouis
• find me in email: cll@cll-group.com


Stoos intro

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